5 simple ways to prevent disability discrimination in the workplace

 

There’s no two ways about it- disability discrimination cases are on the rise, and if you need convincing, then take a look at the number of cases recently reported to Acas. Employment tribunals increased by a staggering 40.7% in 2024-25, and as many as 1 in 6 workplace disputes (16%) now involve disability discrimination.  

So how do organisations do their best to avoid potential tribunals? Well, the good news is that most cases of disability discrimination are preventable, and by developing a process of avoidance, you naturally create a more inclusive workplace culture.

Here are five effective steps organisations can take to proactively reduce risk and create a genuinely inclusive workplace.

1. Train, Train and Train again!

It’s actually quite rare that a person or employer has the intention of being discriminatory to a colleague or employee, most cases are built around a lack of knowledge, understanding and empathy, all of which training should aim to reinforce.

A lack of understanding is probably the biggest contributor to disability discrimination, so training should be an inbuilt part of your policies, with refresher courses and onboarding for managers/supervisors as a bare minimum. It should also be mandatory across all levels of seniority, from the top down.

Not having an understanding of what disability is, or a foundation of knowledge around neurodiversity, hidden disabilities or mental health can mean simple mistakes are made, mistakes which can quickly become big issues. For example, not understanding terminology, language, and etiquette doesn’t mean someone has ill intentions, but their actions can certainly appear that way.

Foundation training can help employees interact, understand and empathise with colleagues, and a good knowledge base simply means people are less likely to unintentionally discriminate.

Well-trained staff are not only more capable of supporting and demonstrating inclusive behaviour, but they are also more likely to help shape inclusive policies and make the right workplace changes to remove potential disadvantages. They will also be more well-informed about legal obligations, the Equality Act 2010, and the requirement to provide reasonable adjustments- all of which will keep you out of tricky tribunal scenarios!

2. Create an open culture around disability

When employees don’t feel safe or comfortable disclosing a disability, it usually indicates a problem with the workplace culture. This can often lead to complications and poor communication, meaning issues are more likely to escalate before there is time to implement support.

A culture that clearly celebrates and supports inclusion will mean stigmas are removed, and more open conversations can be had around disability, prior to any issues arising. The right culture will mean a more organic, natural approach to inclusive development. Policies will already be in place to respond to disclosures, and procedures for reasonable adjustments will include standard procedures, meaning mistakes will be less likely. 

This all paves the way for preventing grievances from arising.

3. Get reasonable adjustments right

Failing to make reasonable adjustments correctly is one of the most common forms of disability discrimination. Whilst a failure to make a reasonable adjustment is considered discrimination under the Equality Act 2010, employers still face issues in implementing them.   

The Great Big Workplace Adjustments Survey 2023, showed this when it revealed that employees with disabilities are waiting far too long for reasonable adjustments, with some having to constantly push for change, or worse still, make it themselves.

The survey found:

• 78 per cent of employees with disabilities said they, rather than their employer, had to initiate the process of getting adjustments.
• 58 per cent of employees said getting the adjustments they needed was due to how assertive and confident they are to ask for that support.
• 56 per cent of employees with disabilities said there are still disability related barriers in the workplace after adjustments have been made.
• Only 37 per cent of employees with disabilities feel their employer is genuine about removing all disability-related barriers and making the workplace inclusive for disabled employees.
• Only 18 per cent of employees with disabilities said their adjustments have removed all barriers in the workplace.

Again, many of the issues related to reasonable adjustment are rooted in a problematic culture, an inadequate understanding, and management failures. Without a clear, fair and simple process, led by trained managerial staff, Reasonable Adjustment is misunderstood, underperforms and therefore fails, which is why so many disability discrimination cases are based on reasonable adjustment failures.

The irony is that most reasonable adjustments are straightforward, simple, and low-cost, the average being just £75! They simply need to be taken seriously and addressed appropriately and in a timely manner.

Check out our blog on Reasonable adjustment failures (and ways they could have been resolved) for some good examples.

4. Equip Managers

Creating informed, confident line managers with a strong awareness of disability can be critical when preventing any potential disability discrimination cases. Managers are often the first point of contact for employees with disabilities and can resolve barriers as they arise. Too often, employees become disgruntled when their issues remain unresolved or unaddressed for long periods, and managerial staff are unaware of the significance of the issues due to a poor understanding of disability and legal obligations.

In short, a manager who has no training or understanding of how to manage staff with a disability is unprepared to handle any disability related issues. Practical guidance and training ensure that managers can confidently make decisions for their team members and handle situations with support and sensitivity. This reduces the likelihood of HR or legal interventions later down the line. Simple mistakes can often lead to disability claims. Being well-informed and professionally trained will certainly help negate this.

NOTE! Bascule will soon launch an extended training module focused on managerial staff with disabilities, taking trainees through the life cycle of employees with disabilities and covering all stages of recruitment and retention! Stay tuned for a release date.  

 

5. Make inclusion more than compliance

It’s always good to remember that, although essential, policies alone won’t prevent discrimination. Cultural shifts, positive mindsets, and inclusive practices across ALL areas of the organisation are also needed.

To embed disability inclusion effectively, all divisions, teams, and levels of seniority should be committed to it, making it a part of the company’s DNA. This is a win-win, given that an organisation-wide commitment to disability inclusion will also be well received externally, enhancing your appeal to clients with disabilities (a group that accounts for 16.8 million people).  

When inclusion is seen as part of “how we do things here,” rather than a legal tick-box requirement, the likelihood of discrimination is far lower.  

In short, remember that preventing disability discrimination isn’t about avoiding complaints or tribunal claims. It’s more about creating a workplace environment where everyone feels supported, comfortable in discussing disability, where staff can contribute, thrive, and feel valued.

Any organisation that decides to invest in training and inclusive leadership does more than reduce risk. They also build stronger, more empathetic teams, improve retention levels, and generally enhance workplace wellbeing.

Inclusion isn’t just for people with disabilities- it benefits everyone.